Chapter 9 Motivating, Satisfying and Leading Employees Flashcards
Perfomance Behaviour
Relate to job itself
An assembly-line worker who stands next to a moving conveyor and attaches parts to a product as it passes by
Citizenship Behaviour
Behaviours employees exhibit that aren’t directly tied to the job but are positive for the organization
-taking on extra tasks
Counterproductive behaviours
behaviours the organization doesn’t want
-stealing, sleeping on the job
Personalities vs attitudes
Personality - stable set of psychological attributes that distinguish people from one another
Attitudes - beliefs and feelings about specific ideas, situations and other people
5 Fundamental traits
Agreeableness, Conscientiousness, Emotional Stability, Extraversion, Openness
Two key work-related attitudes
Job satisfaction, organizational commitment
Classical theory of motivation
assumes workers primarily motivated by money
Early behavioural Theory
People are more motivated to work when they are getting more attention from management
hawthorne effect
a type of reactivity in which individuals modify an aspect of their behavior in response to their awareness of being observed.
Behavioural Theory in the Mid-20th century
Theory X and Y
Maslow’s Hierarchy of human needs model
Hersberg’s 2-factor theory
McClelland’s Acquired Needs theory
Theory X vs Y
X- people dislike working and aren’t motivated
Y- self motivated and inspired to work
Maslows hierachy of human needs
a pyramid of the needs that motivate people. Individuals most basic needs, at the base of the pyramid, are physiological. Once they have fulfilled these needs, people move on to their safety needs, social well-being, self-esteem then ultimately their need for self-actualization.
Herzbergs two factor theory
Frederick Herzberg theorized that employee satisfaction has two dimensions: “hygiene” and motivation. Hygiene issues, such as salary and supervision, decrease employees’ dissatisfaction with the work environment. Motivators, such as recognition and achievement, make workers more productive, creative and committed.
McClelland’s Acquired Needs theory
McClelland’s Acquired Needs Motivation Theory says that humans have three types of emotional needs: achievement, power and affiliation.
Contemporary Motivation theory
Expectancy theory and Equity theory
Expectancy theory
people working harder when they believe the added effort will help them achieve a goal and be rewarded
Equity theory
a theory of motivation that suggests that employee motivation at work is driven largely by their sense of fairness.
Strategies for Enhancing Motivation
- Reinforcement
- Goal-setting theory
- Participative management and Empowerment
- Team management
- job enrichment and redesign
- Modified work schedules (flexibility)
Approaches to leadership
Trait approach, Behavioural approach, Situational approach
trait approach
leaders have distinct traits that distinguish them from non-leaders
behavioural approach
task-oriented vs employee-oriented
3 main leadership styles:
1. Autocratic
2. Democratic
3. Free-Rein
Situational approach
idea that appropriate leadership behaviour differs from one situation to the next
Scientific Management
The concept of finding the “one best way” to do a job
Management by objectives
a process in which a manager and an employee agree on specific performance goals and then develop a plan to reach them
